PM fundamentals Session 1_Final_030715_Satya g

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Project Management Fundamentals Training ProgramSession 1/4

G. SatyanarayanaEnvision Enterprise SolutionsMail: [email protected]: +91 9963744407

• What is project• What is a project Management• Program, portfolio & PMO• PM skills• PM process groups• Q & A

• Develop Project Charter• Develop Project Management Plan• Direct and Manage Project

Execution• Monitor and Control Project Work• Perform Integrated Change Control• Close Project or Phase• Q & A

Project Management Fundamentals Training Program Session 1 Agenda

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Satyanarayana. G. Manager - Solutions

Project Basics

• Develop Project Charter• Develop Project Management Plan• Direct and Manage Project

Execution• Monitor and Control Project Work• Perform Integrated Change Control• Close Project or Phase• Q & A

ProjectIntegrationManagement

30Min

75Min

Exam

15Min

• What is project• What is a project Management• Program, portfolio & PMO• PM skills• PM process groups

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• What is project• What is a project Management• Program, portfolio & PMO• PM skills• PM process groups

Project Basics

What is Project?

1. Projects are temporary in nature and have a beginning and end date.

2. A project has a set of objectives. A project has an organization structure.

3. A project has resources — used to create the deliverables or products.

4. These products may be tangible or intangible.

5. The end-product all deliverables, must have the potential, or capability torealize business benefits.

6. Each project is unique in some way.







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What is the Project Management?

• Knowledge• Skills• Tools and techniques

Application of

Balancing Constraints

Scope

QualityBudget

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• Initiating• Planning• Executing• Monitoring & control• Closing

Accomplishedthroughout

Schedule

Risks

Resources

Program, Portfolio & PMO

• Collection of related projects• Controls are implemented and managed in a coordinated

way• Collective benefits are realized• Each project has project manager

ProgramManagement

•Collection of programs and projects•Meets a specific business goal or objectives•Weighing the value of each project against the

portfolio strategic objectives

PortfolioManagement

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•Collection of programs and projects•Meets a specific business goal or objectives•Weighing the value of each project against the

portfolio strategic objectives

PortfolioManagement

•Centralized unit to oversee Projects and programs•Establishes and maintains the standards•Supports managers•Custodian of OPA

ProjectManagementoffice (PMO)

Project Managers Skill Set

Knowledge

Performance

Personal

Management

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Management

Interpersonal

InitiatingProcesses

PlanningProcess

ClosingProcess

Monitoring & Controlling Process

Authorizes theproject


Plans course ofactions to

achieveobjectives

Plans course ofactions to

achieveobjectives

Measuresprogress toidentify the

variance andcontrols

Measuresprogress toidentify the

variance andcontrols

Project Management Process Groups

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22

44

5

8


InitiatingProcesses

ExecutingProcess

ClosingProcess


Uses theresources to

carry out theeproject tasks

Uses theresources to

carry out theeproject tasks

Ensuresstructured

project closure

Ensuresstructured

project closure

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Project Management Process Groups

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• Develop Project Charter• Develop Project Management Plan• Direct and Manage Project Execution• Monitor and Control Project Work• Perform Integrated Change Control• Close Project or Phase

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• Develop Project Charter• Develop Project Management Plan• Direct and Manage Project Execution• Monitor and Control Project Work• Perform Integrated Change Control• Close Project or Phase

Project IntegrationManagement

Develop a Project Charter (PC)

•It is a very first piece of projectdocumentation

•Issued by a project sponsor / initiator

•The process of developing a document thatformally authorizes the existence of a projectand provides the project manager with theauthority to apply allocated organizationalresources to project activities

Initiatingprocess

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•It is a very first piece of projectdocumentation

•Issued by a project sponsor / initiator

•The process of developing a document thatformally authorizes the existence of a projectand provides the project manager with theauthority to apply allocated organizationalresources to project activities

Develop a Project Charter (PC)

SOWSOWContracts &AgreementsContracts &Agreements

OPAOPABusiness

CasesBusiness

CasesEnvironmentalFactors

EnvironmentalFactors

INPUTS

Initiatingprocess

12


OUTPUT

Tools&

Techniques

BusinessCasesEnvironmental

Factors

Project Charter

External SME’sExperts Judgments

Internal SME’sFacilitation Techniques

Develop a Project Charter(PC)

1. Purpose and Justification2. Objectives3. Success Criteria4. High Level Requirements5. Assumptions and Constraints6. Environmental Factors7. High Level Project Description8. High Project Risks9. Summary Milestones10. Summary Budget11. Stakeholders List12. Approval Requirements13. PM Authority14. Sponsor, PM and Other Relevant15. Project Charter Acceptance Signed & Approved by


Initiatingprocess

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Develop Project Management Plan(PMP)

•Developing project management plan is theprocess of documenting the actionsnecessary to define, prepare, integrate andcoordinate all the subsidiary plans.•It also contains the performancemeasurement plans•Subsidiary plans like CMS, TMP, HRMP, QMPand RMP•PMP defines how the project is to beexecuted, monitored & controlled and closed•This is living document which is updatedthroughout the life of the project

Planningprocess

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•Developing project management plan is theprocess of documenting the actionsnecessary to define, prepare, integrate andcoordinate all the subsidiary plans.•It also contains the performancemeasurement plans•Subsidiary plans like CMS, TMP, HRMP, QMPand RMP•PMP defines how the project is to beexecuted, monitored & controlled and closed•This is living document which is updatedthroughout the life of the project

Develop Project Management Plan (PMP)

PCPCOutput

from otherprocesses

Outputfrom otherprocesses

OPAOPAEnterpriseEnvironmental

Factors

EnterpriseEnvironmental

Factors

INPUTS

Baselines(CTS)

Baselines(CTS)

1. Scope management plan2. Requirement management plan3. Schedule management plan4. Cost management plan5. Quality management plan6. Process improvements plan7. Human resource plan8. Communication management

plan9. Risk management plan10. Procurement management plan11. Stakeholders management plan12. Change management plan

Planningprocess

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OUTPUT

Tools&

Techniques

OPAEnterpriseEnvironmental

Factors


Factors

PMP


Internal SME’sFacilitation Techniques

1. Scope management plan2. Requirement management plan3. Schedule management plan4. Cost management plan5. Quality management plan6. Process improvements plan7. Human resource plan8. Communication management

plan9. Risk management plan10. Procurement management plan11. Stakeholders management plan12. Change management plan

Will coverin detail in

othersessions


othersessions

Develop a Project Management Plan (PMP)

1. Which project management process and their level of implementation areappropriate to the project

2. What tools and techniques will be used with which process3. How the processes will interact as the project moves its phases4. How the project work will be completed5. How change control will happen6. How configuration management will be performed7. The integrity of project baseline8. How the measurements will be used to better manage the project9. Communication demand and techniques with the project stakeholders10. How the project stakeholders inclusion and management will occur11. When and how the management will review the project performance



Planningprocess

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Direct & Manage Project Work

•The process of leading and performing thework defined in the PMP and implementingapproved changes to achieve the projectobjectives

Executingprocess

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•The process of leading and performing thework defined in the PMP and implementingapproved changes to achieve the projectobjectives

ApprovedChanges

ApprovedChanges


PMPPMP


Factors


Factors

INPUTS

Executingprocess

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OUTPUT

Tools&

Techniques


Factors


Factors

•Deliverables•Work Performance data•PMP updates•Project documentupdates

External SME’sExperts JudgmentsMeetings

Internal SME’sPMIS


•Deliverables as per scope of work and changes approved•Work Performance data of all the resources for each activity wise•PMP updates throughout the process•Project document updates•Data on the cost, schedule, technical and quality to facilitate forecasting•List of all corrective, preventive actions taken


Executingprocess

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Monitor and Control Project Work(MCPW)

•The process of tracking, reviewing andreposting project progress against theperformance objectives defined in the PMP•Monitoring the implementation of changesapproved•Controlling the all project constraints•Applying analytical techniques in projectmanagement to forecast potential outcomesbased on possible variations of the project orenvironmental variables and theirrelationships with other variables•MCPW starts as soon as project starts

Monitoring& Control

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•The process of tracking, reviewing andreposting project progress against theperformance objectives defined in the PMP•Monitoring the implementation of changesapproved•Controlling the all project constraints•Applying analytical techniques in projectmanagement to forecast potential outcomesbased on possible variations of the project orenvironmental variables and theirrelationships with other variables•MCPW starts as soon as project starts

Scheduledand costforecasts

Scheduledand costforecasts

Monitor and Control Project Work

PMPPMP


Factors


Factors

INPUTS

Workperformanceinformation


Approvedchanges

Approvedchanges

Analytical Techniques1. Regression analysis2. Grouping methods3. Casual analysis4. Root cause Analysis5. Forecasting methods6. Failure Mode and effect

analysis7. Failure tree analysis8. Reserve analysis9. Trend analysis10. Earned value method11. Variance analysis

Monitoring& Control

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OUTPUT

Tools&

Techniques


Factors


Factors

•Change requests•Work Performance reports•PMP updates•Project document updates

External SME’sExperts JudgmentsAnalytical techniques

Internal SME’sPMISMeetings

Analytical Techniques1. Regression analysis2. Grouping methods3. Casual analysis4. Root cause Analysis5. Forecasting methods6. Failure Mode and effect

analysis7. Failure tree analysis8. Reserve analysis9. Trend analysis10. Earned value method11. Variance analysis


othersessions


othersessions

Monitor and Control Project Work

•Deliverables as per scope of work and changes approved•Work Performance information of all the resources for each activity wise•PMP updates throughout the process•Project document updates•Reports and Analysis on the cost, schedule, technical and quality to facilitateforecasting•Analysis on List of all risks occured


Monitoring& Control

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Perform Integrated Change Control (PICC)

•The process of reviewing all changerequests, approving changes and managingchanges to deliverables, organization processassets, project documents and the PMP; andcommunicating their disposition•Project manager need to protect the projectscope from being changed•Assign for impact analysis to experts•CCB approvals or rejects•Re-planning for approved changes

Monitoring& Control

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•The process of reviewing all changerequests, approving changes and managingchanges to deliverables, organization processassets, project documents and the PMP; andcommunicating their disposition•Project manager need to protect the projectscope from being changed•Assign for impact analysis to experts•CCB approvals or rejects•Re-planning for approved changes

ChangerequestsChange

requests


PMPPMP


Factors


Factors

INPUTS



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OUTPUT

Tools&

Techniques


Factors


Factors

•Approved Change requests•PMP updates•Project document updates

External SME’sExperts JudgmentsChange control tools



•Approved Change requests•PMP updates•Project document updates•Change log•Impact analysis•Work performed on approved changes


Monitoring& Control

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Close Project or Phase (CPP)

•The process of finalizing all activities acrossall the project management process groups tpformally complete the phase or project.• Project manager reviews all the priorinformation from the previous phases closureto that the project work is complete and theproject has met its objectives•The goal of closure is to formal acceptanceon all project deliverables•Contract closure is a sub part of projectclosure

ClosingProcess

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•The process of finalizing all activities acrossall the project management process groups tpformally complete the phase or project.• Project manager reviews all the priorinformation from the previous phases closureto that the project work is complete and theproject has met its objectives•The goal of closure is to formal acceptanceon all project deliverables•Contract closure is a sub part of projectclosure

ApprovedChange

requests

ApprovedChange

requests


PMPPMP

OPAOPAAccepteddeliverables

Accepteddeliverables

INPUTS

ClosingProcess

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OUTPUT

Tools&

Techniques

OPAAccepteddeliverables

•Final product service orresults transition•OPA update




•Status of checklist of closure•Final product service or results transition•OPA update•Contract closure


ClosingProcess

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Project Integration Management

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PM Fundamentals Session 1/4

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15 Questions15 Min

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PM Fundamentals Session 1/4

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Satyanarayana.G Manager - Solutions

PM fundamentals Session 1_Final_030715_Satya g

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